Leading Edge

In the music and health sector, we are rich in conviction. Ask anyone who has watched a person with advanced dementia find the words to a song long after speech has gone, and they will tell you music matters. 

But conviction is not the same as evidence, and evidence is not the same as practice. The distance between a compelling research finding and a weekly singing group actually running in the community is enormous, and it is a gap that too few people are willing to spend their careers closing. 

Dr. Frank Russo is one of those researchers that bridges that gap. It is the quality I most admire in him.

Frank is a Professor of Psychology at Toronto Metropolitan University and directs the Science of Music, Auditory Research and Technology (SMART) Lab. On paper, he is an auditory cognitive neuroscientist, someone who studies the perceptual, neuro-cognitive, and social-emotional foundations of music and communication. 

It would be easy for a scientist like Frank to stay comfortably within the walls of the lab, publishing findings and letting others worry about what to do with them. Yet he has consistently refused to do that. What sets Frank Russo apart is a persistent question: so what? What does this discovery actually change for a real person, in a real setting, living a real life?

You can trace that question through his body of work. His research has produced a sensory substitution technology that lets people experience sound without hearing, an algorithm that improves how hearing aids convey music, the development of a Canadian train-horn safety standard, and an FDA-authorized music-based digital therapeutic to regulate anxiety. This is not the usual currency of academic prestige. This is a translation, a moment where a scientific insight left the journal and became something a person could use. For Frank, that translation isn't an afterthought to the "real" science. It appears to be the point.

Nowhere is this clearer than in SingWell, the project that has become the defining thread of his career. SingWell is a seven-year, SSHRC-funded internationally networked partnership exploring how group singing can support communication and social wellbeing in people living with communication challenges: aphasia, stuttering, hearing loss, breathing disorders, Parkinson's disease and beyond. 

As its principal investigator and scientific director in collaboration with Dr. Arla Good, Dr. Russo provides the senior scientific and strategic leadership, shaping research design, evaluation frameworks, and the long-term vision.

The leadership quality I’m highlighting in Frank is not that he built a rigorous research network. It is what he insists upon that network doing as praxis.

Most research programs would be content to answer the question, "Does group singing help?" SingWell answers that, and then asks the far harder question that most studies leave for someone else: how do we make it actually happen? 

This is the domain of implementation science, the study of how and why evidence-based practices do or don't make it into everyday use. It is unglamorous work. It means studying the "hidden work" of the people who lead singing groups, mapping the conditions that lead to a program thriving, and building practical models that community partners can genuinely adopt. 

I find this profoundly important, not only because it is generous but because it is intellectually honest. A finding that never reaches the people it describes is, in a real sense, incomplete. Frank seems to understand that a scientist's responsibility doesn't end at statistical significance, that if your work is about human wellbeing, then getting it into human hands is part of the science, not a favour you do afterward. In a sector where so many good ideas die in the gap between "proven" and "practised," this stance is a kind of leadership we need far more of.

It also reframes what rigour is for. Russo and his colleagues have argued that community-based music research sits in a productive tension between the controlled precision of clinical trials and the messy realities of the places where music actually lives, and that this tension should be treated as an asset, not a compromise. That is a mature and confident position. It refuses the false choice between "real science" and "real world," and insists that the most valuable research holds both at once. 

For those of us working on the ground, that insistence is a gift: it means the evidence being generated is evidence we can actually use.

There are many things to admire about Frank Russo: the breadth of his research, the honours he has earned, the sheer productivity of his lab. But the quality I keep returning to is simpler and rarer. He is a serious scientist who never loses sight of the person at the end of the study or the musicians, researchers and teachers involved. Frank builds bridges from discovery to practice, and then he walks across them. In a field long on passion and often short on translation, that is exactly the kind of caring, curious advocate we need to celebrate and learn from.

Read more about the proof-of-concept study of the SingWell project.

https://www.tandfonline.com/doi/full/10.1080/17533015.2026.2661932

Leadership is often associated with decision-making, strategy, and accountability. But the most influential leaders understand that their impact extends far beyond boardroom discussions and organizational charts. Leadership is about the ripple effects we create through our presence, our character, and the way we engage with others.

Some leaders leave a lasting impression not because of their title, but because of how people feel after interacting with them. Their influence is rooted in authenticity, connection, positive energy, and clear communication.

One leader who exemplifies this kind of influence is Liv Mendelsohn, Executive Director of the Canadian Centre for Caregiving Excellence (CCCE), a program of the Azrieli Foundation.  

Liv has taken on one of Canada’s most pressing social challenges: supporting caregivers and care providers. Through her leadership, the organization is helping drive a national movement that advances innovation, research, policy, and programming to transform how caregiving is understood, valued, and supported. Read the CCCE’s most recent report, Caring in Canada 2026.

Liv’s accomplishments are significant. Liv has founded and led several organizations in the disability and caregiving sectors and has been widely recognized for her contributions. She is a Senior Fellow at Massey College and a graduate of both the Mandel Institute for Non-Profit Leadership and the Civic Action Leadership Foundation Diversity Fellowship.

Yet what stands out most to me is not her resume. It is the energy she brings into a room.

Liv has a contagious presence that builds trust, encourages collaboration, and inspires people to contribute more than they thought possible. The effect is subtle but powerful. It shapes the experience of those around her and creates momentum that extends well beyond any single interaction.

I suspect that this influence begins with self-awareness. Great leaders understand their own strengths, limitations, motivations, and impact on others. Leadership research consistently points to self-awareness as a foundational competency because it allows us to recognize the ripples we are creating and to make those ripples more intentional.

From what I have observed, Liv’s energy and passion are deeply connected to her character. She leads with integrity, strong values, and ethical consistency. As a result, she has earned the trust and respect of both the network she’s building and the team she leads.

She also communicates with clarity and empathy. Whether articulating a vision, setting expectations, or navigating challenges, she ensures that people feel informed, aligned, and included. In an environment where uncertainty can often create confusion, this ability to communicate transparently becomes a powerful source of stability and confidence.

Liv inspires me because she reminds me that leadership starts from within. Before we can influence systems, organizations, or communities, we must first understand ourselves. The quality of our leadership is often reflected in the quality of the ripples we create.

Her example leaves me with an important question: What kind of ripples am I creating in my daily interactions?

The answer is rarely about perfection. Leadership is not a destination we arrive at. It is a practice of continuous learning and growth. What matters most is our willingness to reflect, adapt, and become more intentional about the impact we have on others.

Because in the end, leadership is not measured solely by what we accomplish. It is measured by the positive ripples that continue long after we leave the room.

Leadership takes many forms, but few styles capture attention and inspire action quite like charismatic leadership. Charismatic leaders tend to be optimistic and forward-looking. 

They articulate a clear vision, listen attentively, and connect meaningfully with those around them. Their influence often stems from strong communication skills, emotional intelligence, resilience, and determination. At their best, charismatic leaders motivate others not simply through authority, but through inspiration. 

The concept of charismatic leadership was first introduced by the sociologist Max Weber. Weber described charisma as a powerful element in the dynamics of power and authority. In his view, charismatic leaders possess a unique ability to connect with people emotionally. Their confidence, self-awareness, and emotional intelligence allow them to communicate ideas in ways that resonate deeply and motivate others toward shared goals. 

While charisma is often thought of as an innate quality, it is also expressed through learned skills, particularly communication. The ability to tell compelling stories, convey conviction, and create a sense of shared purpose is central to charismatic leadership. 

In the field of music therapy, one of the most compelling examples of charismatic leadership is Jennifer Buchanan. Based in Calgary, Alberta, Jennifer has spent more than 35 years practicing and advocating for music therapy. She is the founder of JB Music Therapy, an organization that employs a team of music therapists providing services across a wide range of care settings, from hospitals and schools to correctional facilities. Her work has helped expand awareness of music therapy as both a therapeutic and wellness-based practice. 

My first experience hearing Buchanan speak was at a national music therapy conference where she introduced the keynote speaker. From the moment she began, her presence filled the room. The pacing of her speech, the tone of her voice, and the thoughtful preparation behind her remarks were striking. What made the introduction particularly memorable was the way she shared a genuine personal connection to the speaker, drawing the audience into the moment. Since then, I have had the opportunity to hear her present in several different settings. Each time, the effect on the audience has been similar: people leave energized by the possibilities of music as a therapeutic and wellness modality. Her clinical stories are shared in a way that honours clients while also educating listeners about the real impact of music therapy. 

One reason Buchanan’s communication is so effective is her deep connection to the evolving field of music and health. She remains engaged with the real issues and emerging trends shaping the profession, as well as with the people leading that work. As a result, her ideas feel both relevant and timely, whether she is speaking from a stage, writing an article, or working directly with a client. Her warmth and passion are clearly part of her charisma, but they are supported by a deliberate commitment to improving her communication craft. 

Jennifer is also a professional member of the Canadian Association of Professional Speakers (CAPS), a national organization dedicated to advancing excellence in professional speaking through ongoing development in areas such as message clarity, storytelling, audience engagement, and stagecraft. 

Through practice sessions, feedback, and coaching, she has refined how she delivers her message, learning to shape narratives, strengthen her stage presence, and engage audiences in meaningful ways. 

Another element of Buchanan’s influence is her commitment to writing. Her discipline with language is evident in her three published books: Tune In, Wellness Incorporated, and Wellness Wellplayed. Written for both healthcare professionals and broader audiences, these works explore the intersection of music, wellness, and business. 

Her writing style is accessible and engaging, combining personal stories with practical insights. Readers are drawn in by real-world examples and leave with ideas they can apply in their own lives and work. 

Leadership matters in every profession, and the field of music therapy is no exception. Leaders help build influence, support the development of evidence, and guide everyday practice. Jennifer Buchanan’s charismatic approach, grounded in open, connective communication, has helped advance the visibility and credibility of music therapy in Canada. Her example illustrates how powerful leadership can emerge from the combination of passion, communication, and a deep commitment to one’s field. 

For those working in music therapy and related disciplines, her leadership style offers something worth studying, and perhaps emulating, as the profession continues to grow.

I remember the day like it was yesterday; a visit to the Royal Infirmary in Leicester, England, to watch  a team of healthcare musicians led by Nick Cutts. 

What sticks with me is that there were two musicians, Nick with his guitar and Sarah with a plethora of instruments in a plastic cart on wheels she pulled behind her. This was a busy hospital ward, and they moved seamlessly from patient to patient. Musical engagement was personal, respectful, short, unobtrusive and well appreciated by each patient and the clinicians on the floor.

I didn’t know much about Healthcare Musicians before that day. Over a hot lunch in the hospital cafeteria, I learned that Nick had studied in France with a group called Musique & Santé that works for the promotion and dissemination of live music in hospitals and other health and social settings. Musical professionalism and the ability to improvise allows Healthcare Musicians to be as close as possible to the vulnerable person.

Unlike the clinical goals of a Music Therapist, Nick and his team of healthcare musicians at OPUS Music play high quality live music with cultural goals in mind. They want to connect, express emotion and enhance wellness in the people they meet by making music. 

One of the things that gives Nick a leading edge is his disciplined approach to reflective practice. Nick and his team meet regularly to review their experiences, gain insights from one another, refine and chronicle what they have seen through practice. These team touchpoints serve to foster continuous learning, enhance skills, and improve decision-making.

Reflective practice is likely the reason the team has stuck together as they have learned coping strategies and deepened trust in one another through self-awareness and making sense of their varied experiences. This thoughtful, supportive approach allows the team to engage in new opportunities with confidence and a sense of professional collegiality. 

The fruit of reflective practice over years is likely why Nick and his team at OPUS have been able to create a Quality Framework for Healthcare Musicians that defines and demonstrates what excellence looks like in the practice of Healthcare Musicianship. The first of its kind, this framework sets out clear standards of practice and core competencies that describe the skills, behaviours, and values underpinning high quality music making for health and wellbeing.

A leader models certain disciplines for the team. Nick’s commitment to the rigour of reflective practice has ensured a commitment to quality and the integrity of professional practice for his entire team and for the future of Healthcare Musicians around the world.

One of the highlights of my role at Room 217 is attending events that bring together people working at the intersection of arts and healthcare. I remember one particular event in 2017, hosted by Sheridan College’s Centre for Elder Research. It was there that I met Debra Chandler, an articulate and passionate arts manager whose energy and dedication immediately stood out.

Debra is the Executive Director of Concerts in Care Ontario (CiCO), an organization that delivers professionally curated live music programs to seniors living in long-term care, retirement homes, and homeless shelters across Ontario. These concerts are not simply entertainment—they are meaningful artistic engagements designed to uplift mood, reduce loneliness, and rekindle cherished memories. CiCO is part of a broader network of provincial organizations across Canada that share a common mission: to improve the quality of life for older adults through live music by professional musicians.

Although Debra took on her leadership role at CiCO in 2017, she brought with her a depth of experience in arts administration. She previously held positions with the Toronto Bach Festival, Livent, the Royal Conservatory of Music, and the Winnipeg Symphony Orchestra. In addition to being a skilled administrator, Debra is also a trained musician. She holds a Master of Music in Performance, with a focus on piano collaboration—a background that gives her a unique perspective on both the artistic and logistical dimensions of her work.

Recently, Debra was awarded the King Charles III Coronation Medal, presented by Her Honour Edith Dumont, the Lieutenant-Governor of Ontario. This well-deserved honour recognized her tireless work with CiCO, and I was struck by how her Board described her leadership as “enduring.” Enduring leadership. Isn’t that what leaders truly hope for? That their work and impact continue to resonate, long after they’ve stepped away?

So what does it take to be an enduring leader? Debra’s story offers some powerful clues.

First, perseverance and innovation. During the COVID-19 pandemic, when live performances in care homes were suddenly impossible, Debra pivoted quickly. She led the creation of live online concerts and a growing digital library of recorded performances. Her refusal to give up—and her willingness to innovate—ensured that seniors could continue to access the healing power of music.

Second, intelligence—both emotional and strategic. Debra’s warmth and authenticity leave a lasting impression. She’s deeply relational but also sharply analytical. She’s able to see the big picture while paying attention to details, always aligning her work with long-term goals and outcomes.

Third, action. Many leaders have great ideas, but few bring those ideas to life day after day. In the context of a small, nimble arts organization, Debra’s no-nonsense, action-oriented approach is key. Her humour, sensitivity, and drive allow her to execute bold ideas and meet ambitious targets.

Finally, collaboration. Debra exemplifies collaborative leadership—marked by open-mindedness, strong communication, empathy, accountability, and a commitment to shared goals. She puts the mission above ego, and in doing so, creates impact that outlasts her role.

Debra is a seasoned leader whose legacy endures—especially in the lives of Ontario seniors, made brighter through music.

I first met Miya, a fledgling Cultural Studies student from McMaster University in 2012, volunteering at the registration desk for our MUSIC CARE CONFERENCE. I was immediately impressed by her positive and cheerful attitude at the time which has no doubt been a contributor of her success today.

A leading Canadian music therapist and business owner of Miya Creative Care, Miya Adout is a graduate of Concordia University where she received a Master of Arts in Creative Arts Therapies. 

Miya works with individuals of all ages and abilities and specializes in dementia care. She opened her private practice in 2015 with the intention to empower and enrich lives through music. Now, with a team of 28 therapists – music, art and dance/movement therapists – she is doing just that. Miya Creative Care provides services to individuals and care facilities via both in-person and virtual sessions.

As a young healthcare entrepreneur, Miya’s positivity has been a great asset to her success at building partnerships with her clients and her team. Her can do attitude is infectious, endearing and simply contagious. No wonder healthcare administrators choose Miya Creative Care as service providers.

Yet positivity alone doesn’t sustain a leader over time. There’s something deeper that sustains through the ups and downs of business ownership and the responsibilities that come with it. My sense is that Miya is guided by values. Her values don’t just hang on the wall or appear on her website. She really believes them and lives them; subsequently she has created a team that is values-driven.

Values matter because they go beyond just achieving goals. While goals are specific, measurable, and time-bound, values serve as the foundational principles that shape our actions over time. Goals can be ticked off a list, but values represent a continuous journey, not limited to a particular destination. They define how we live, work, and the person we strive to become.

Miya and her team weave their five core values into everything they do, from collaboration with care partners, to the services they provide, to the team support offered each other. Respect, honesty and integrity are at the core. They are dedicated to providing quality care. The team is collaborative, creative and adaptable.

As we celebrate Music Therapy Month, we celebrate Miya Adout, whose vision is that every health and wellness organization throughout Ontario includes creative arts therapies as an integral part of their care model. And with her positivity and values-driven approach, she may very likely see it happen!